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Part 1. Introduction. Slide 1.1. Basis for Human Resource Management (HRM). Basis for all management activity Not the basis for all business activity Basis for management is always the same. Slide 1.2. What are HR People Concerned With?.
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Part 1 Introduction
Slide 1.1 Basis for Human Resource Management (HRM) • Basis for all management activity • Not the basis for all business activity • Basis for management is always the same
Slide 1.2 What are HR People Concerned With? • Management of resourceful humans not employed within the organisation • Management of resourceful organisations employed within the organisation • The effective management of all the people of the business, not only those employed within the business
Slide 1.3 What do HR People Administer? • The contract of employment • The psychological contract for performance • Contract for performance
Slide 1.4 Defining HRM • HRM is commonly used in two ways • Body of management activities • A particular approach to the management of people which is distinct from personnel management – a distinct philosophy
Slide 1.5 HRM – Mark 1 Four key objectives: • Staffing objectives • Performance objectives • Change management objectives • Administration objectives
Slide 1.6 HRM – Mark 1Staffing Objectives • Ensuring the business is appropriately staffed and able to draw on human resources it needs • Designing organisational structures • Compete in the employment market place • Developing employment packages that are sufficiently attractive to attract & retain staff
Slide 1.7 HRM – Mark 1Performance Objectives • Ensure motivation and commitment of staff • Training & development key role • Reward systems • Disciplinary systems • Welfare functions
Slide 1.8 HRM – Mark 1Change Management Objectives • Effectively managing change • Re-organisation of activities or introduction of new people to roles • Alter attitudes, or norms • Recruitment of those with required leadership skills to drive change
Slide 1.9 HRM – Mark 1Administration Objectives • Facilitate smooth running of organisation • Maintain accurate and comprehensive data on individuals • Comply with legal requirements • Administer pay, sickness, taxation, leave, etc.
Slide 1.10 HRM Roles & Objectives Figure 1.1 HRM roles and objectives
Slide 1.11 HRM Mark 2 • A distinctive approach • Something that is qualitatively different from personnel management approach • Disagreement about how fundamental a shift there is • Directed mainly at management needs for human resources • Demand rather than supply is the focus • Greater emphasis on planning, monitoring and control
Slide 1.12 Characteristics of Personnel Management Figure 1.2 Personnel versus HRM
Slide 1.13 Characteristics of HRM Figure 1.2 Personnel versus HRM
Slide 1.14 Evolution of Personnel & HRM • Social justice • Humane bureaucracy • Negotiated consent • Organisation • HRM
Slide 1.15 HRM Philosophy ‘A series of activities which first enables working people and the organisation which uses their skills to agree about the objectives and nature of their working relationship, and secondly, ensures that the agreement is fulfilled.’ (Torrington, Hall, & Taylor, 2002)
Slide 1.16 The Personnel / HR Process Figure 1.3 The personnel/HR process
Slide 1.17 HRM Debates • Conceptualising the nature of current responses • What HR managers should be doing • Longer term future developments
Slide 1.18 Key Environmental Developments (1 of 2) • Globalisation • Technology • E-business • Volatility • Improvement in quality
Slide 1.19 Key Environmental Developments (2 of 2) • Labour market and social trends- numbers or people and skills available- individualistic attitude • Evolution of employment legislation- statutory regulation- contract of employment
Slide 1.20 Psychological Contract • Expectations employees have about the role they play & what employer provides in return • Concerns broad expectations • Not a written document – exists in people’s heads • Switch from old to new approach – involves less job security
Slide 1.21 Best Practice • Certain HR practices that will help organisations achieve competitive advantage • Clear link between HR activity and business performance • Best practice bundle – advanced selection methods, commitment to employee involvement, investment in T&D, individualised reward systems, etc.
Slide 1.22 Best Fit • Identifies link between HRM practice and achievement of competitive advantage • All is contingent on particular circumstances • HR policies are required that fit and are appropriate to situations • Key variables include – size, dominant product market, etc.
Slide 1.23 Future of Work – One Perspective • Speculative and impossible to prove • A world of work different in many respects than is currently experienced • Shift towards knowledge work • Job as we know it will become rarer • Long term work guarantees a thing of the past
Slide 1.24 Future of Work – A Different Perspective • Continuation of established approaches • Some reversal of trends that developed in 1980s and 1990 • Continuation of traditional approaches towards employment
Slide 1.25 Summary (1 of 2) • HRM is fundamental to all management activity • HRM describes a body of management activities • HRM signifies a particular approach to carrying out these activities • HRM managers are concerned with meeting 4 distinct sets of organisational objectives
Slide 1.26 Summary (2 of 2) • HRM activities are carried out in various ways through the organisational structure • Current debate over HRM generally focus on the extent and nature of responses needed toface changes in the business environment • There are three main current HRM debates
